ITEC 4010: Systems Analysis and Design II. Lecture 2 System Development Part I Review Professor K. Regis

ITEC 4010: Systems Analysis and Design II.

Lecture 2 System Development

Part IReview

Professor K. Regis

Lecture 2Lecture 2 22

TopicsTopics

System Development

System Development Life Cycle

Scheduling of Project Phases

Project Team and Management

Project Initiation

Project Planning


System DevelopmentSystem DevelopmentProject is a planned undertaking that has a beginning, an end, and which produces a predetermined result or product usually specified in terms of cost, schedule and performance requirementsSystem development project is a planned undertaking that produces an ISActivities in development of any new system:

Analysis – to understand information needsDesign – define the system architecture (based on needs)

Implementation – the actual construction of the system


System Development Life Cycle (SDLC)System Development Life Cycle (SDLC) The systems development life cycle

(SDLC) is a general term used to describe the method and process of developing a new information system

Without the structure and organization provided by SDLC approach projects are at risk for missed deadline, low quality etc

SDLC provides• Structure• Methods• Controls• Checklist

Needed for successful development


System Development Life Cycle (SDLC)System Development Life Cycle (SDLC)


Phases in the SDLCPhases in the SDLC Sets of related activities are organized into

phases:

(1) Project planning phase(2) Analysis phase(3) Design phase(4) Implementation phase(5) Support phase

In “classical” life cycle these phases are sequential, but there are variations


The Planning PhaseThe Planning PhasePrimary objectives are to:

identify the scope of the new system,

ensure that project is feasible,

develop a schedule,

allocate resources, and

budget for the remainder of the project.

The project planning phase includes five activities:Define the problem.

Confirm project feasibility.

Produce the project schedule.

Staff the project.

Launch the project.


The Analysis PhaseThe Analysis PhaseThe primary objective is to understand and document the business needs and the processing requirements of the new system

The analysis phase includes six activities:Gather information (e.g. interview, read, observe etc.)

Define system requirements (reports, diagrams etc.)

Build prototypes for discovery of requirements

Prioritize requirements

Generate and evaluate alternative solutions

Review recommendations with management


The Design PhaseThe Design Phase

The primary objective is to convert the description

of the recommended alternative solution into

system specification

High-level (architectural) design consists of

developing an architectural structure for software

programs, databases, the user interface, and the

operating environment

Low-level (detailed) design entails developing the

detailed algorithms and data structures that are

required for program development


The Design Phase (cont.)The Design Phase (cont.)The design phase includes seven activities:

Design and integrate the network

Design the application network

Design the user interfaces

Design the system interfaces

Design and integrate the database

Prototype for design details

Design and integrate the system controls


The Implementation PhaseThe Implementation PhasePrimary objectives are to ensure that:

System is built, tested and installed (actual programming of the system)

The users are all trained

The business is benefiting

The implementation phase includes six activities:

Construct software components

Verify and test

Develop prototypes for tuning

Convert data

Train and document

Install the system


The Support PhaseThe Support PhasePrimary objective is to to keep the system running after its installation

The support phase includes two activities:Provide support to end users

Help desksHelp desks

Training programsTraining programs

Maintain and enhance the computer systemSimple program error correctionSimple program error correction

Comprehensive enhancementsComprehensive enhancements

UpgradesUpgrades


Scheduling of Project PhasesScheduling of Project PhasesTraditional approach ( “Waterfall method”) – only when one phase is finished does the project team drop down (fall) to the next phase

Fairly rigid approach

Can’t easily go back to previous phases (each phase would get “signed off”)

Good for traditional type of projects, e.g. payroll system or system with clearly definable requirements

Not as good for many of the new types of interactive and highly complex applications


Scheduling of Project Phases (cont.)Scheduling of Project Phases (cont.)Newer Approaches:

The waterfall approach is less used nowThe phases are still planning, analysis, design and implementationHowever, many activities are done now in an overlapping or concurrent mannerDone for efficiency – when activities are not dependent on the outcome of others they can also be carried out (but dependency limits overlap)Iteration: the process of looping through the same development activities multiple times, sometimes at increasing levels of detail or accuracyExample: Iterative design and development of user interfaces – can cycle iteratively through the following

Design interfaceDesign interfaceTest with users early on (video-based usability testing)Test with users early on (video-based usability testing)Redesign, based on results of testing with usersRedesign, based on results of testing with users


Scheduling of Project Phases (cont.)Scheduling of Project Phases (cont.)

FIGURE 2-1 Overlap of systems development activities


The “Classic” Waterfall Life CycleThe “Classic” Waterfall Life Cycle

Analysis

Design

Implementation

Support


A Newer Method: Rapid PrototypingA Newer Method: Rapid Prototyping Requirements Gathering (Analysis)

QuickDesign

BuildPrototype

Evaluate and Refine Requirements

Engineer Project


The Project TeamThe Project TeamLike a “surgical team” – each member of the team performs a specialized task critical to the whole

Project team varies over duration of the project (as does project leadership)

During planning team consists of only a few members (e.g. project manager and a couple of analysts)

During analysis phase the team adds systems analysts, business analysts

During design other experts may come in with technical expertise (e.g. database or network design)

During implementation, programmers and quality control people are added


The Project Team (cont.)The Project Team (cont.)

FIGURE 2-4 Staffing levels of a typical project


Project ManagementProject ManagementProject Management – organizing and directing of other people to achieve a planned result within a predetermined schedule and budget

Project Manager – has primary responsibility for the functioning of the team

Good manager knows:how to plan

execute the plan

anticipate problems

adjust for variances


Project Management (cont.)Project Management (cont.)A project manager reports to and works with several groups of people:

Client – person or group who funds the project

Oversight committee – clients and managers who review and direct the project

User – the person or group who will use the system


Tasks of a Project ManagerTasks of a Project ManagerPlanning and Organization

Identify scope of the project

Develop a plan, with detailed task list and schedule

DirectingResponsible for directing the execution of the project

Responsible for monitoring the project - make sure that milestones (key events in a project) are met

Overall control of the projectPlan and organize projectPlan and organize project

Define milestones and deliverablesDefine milestones and deliverables

Monitor progressMonitor progress

Allocate resources and determine rolesAllocate resources and determine roles

Define methodologiesDefine methodologies

Anticipate problems and manage staffAnticipate problems and manage staff


Project InitiationProject InitiationProjects may be initiated as part of the long-term strategic plan (top-down)

based on mission or objective statement come up with some competitive business strategy- usually involves IT

e.g. to be more competitive store wants to improve customer support – so moves towards Internet based re-development of systems

Projects may proceed bottom upTo fill some immediate need that comes up

Projects may also be initiated due to some outside force

E.g. change in tax structure may affect billing system


The Project Planning PhaseThe Project Planning Phase

FIGURE 2-5 Activities of the project planning phase.


The Project Planning Phase (cont.)The Project Planning Phase (cont.)Defining the Problem

Review the business needs and benefits (a brief paragraph describing the business problems)Identify the expected capabilities of the new system (define the scope of the project)May involve developing a context diagram to explain the scope of the project

Confirming Project FeasibilityEconomic feasibility – cost-benefit analysisOrganizational and cultural feasibility

E.g. low level of computer literacy, fear of employment lossE.g. low level of computer literacy, fear of employment loss

Technological feasibilityProposed technological requirements and available expertiseProposed technological requirements and available expertise

Schedule feasibilityHow well can do in fixed time or deadline (e.g. Y2K projects)How well can do in fixed time or deadline (e.g. Y2K projects)

Resource feasibilityAvailability of team, computer resources, support staffAvailability of team, computer resources, support staff


The Project Planning Phase (cont.)The Project Planning Phase (cont.)Economic Feasibility

The analysis to compare costs and benefits to see whether the investment in the development of the system will be more beneficial than costly

CostsDevelopment costs : salaries and wages, equipment and installation, software and licenses, consulting fees and payments to third parties, training, facilities, utilities and tools, support staff, travel and miscellaneous

Sources of Ongoing Costs of Operations: connectivity, equipment maintenance, computer operations, programming support, amortization of equipment, training and ongoing assistance (help desk), supplies


The Project Planning Phase (cont.)The Project Planning Phase (cont.) Benefits

Tangible benefits – examplesReducing staff (due to automation)Reducing staff (due to automation)Maintaining constant staffMaintaining constant staffDecreasing operating expensesDecreasing operating expensesReducing error rates (due to automation)Reducing error rates (due to automation)Ensuring quicker processing and turnaboutEnsuring quicker processing and turnaboutCapturing lost discountsCapturing lost discountsReducing bad accounts or bad credit lossesReducing bad accounts or bad credit lossesReducing inventory or merchandise lossReducing inventory or merchandise lossCollecting accounts receivable more quicklyCollecting accounts receivable more quicklyCapturing income lost due to “stock outs”Capturing income lost due to “stock outs”Reducing the cost of goods with volume discountsReducing the cost of goods with volume discountsReducing paperwork costsReducing paperwork costs


The Project Planning Phase (cont.)The Project Planning Phase (cont.) Benefits

Intangible benefits – examplesIncreased level of service (in ways that can’t be measured)

Increased customer satisfaction

Survival

The need to develop in-house expertise

Note - also can have intangible costs for a projectreduced employee moralreduced employee moral

lost productivitylost productivity

lost customer or saleslost customer or sales


The Project Planning Phase (cont.)The Project Planning Phase (cont.) Conducting the feasibility study

Each category of cost is estimatedSalaries and wages are calculated based on staffing requirementsOther costs such as equipment, software licenses, training are also estimatedA summary of development costs and annual operating costs is createdA summary of benefits is createdNet present value (NPV) – present value of benefits and costs, is calculated for e.g. 5 year periodDecision is made to proceed with project or not


The Project Planning Phase (cont.)The Project Planning Phase (cont.)Developing a Project Schedule

Identify individual tasks for each activityTop-down or bottom-up approach

Estimate the size of each task (time and resources) – optimistic, pessimistic and expected times

Determine the sequence for the tasksSchedule the tasks

Charting methodsCharting methods1. PERT/CPM (Project Evaluation and Review

Technique/Critical Path Method) chart shows the relationships based on tasks or activities

Defines tasks that can be done concurrently or not and critical path

2. Gantt chart shows calendar information for each task as a bar chart

Shows schedules well but not dependencies as well


The Project Planning Phase (cont.)The Project Planning Phase (cont.)

FIGURE 2-6 A task list with resource estimates.


The Project Planning Phase (cont.)The Project Planning Phase (cont.)PERT Chart

Tasks represented by rectangles

Tasks on parallel paths can be done concurrently

Critical path – longest path of dependent tasksNo allowable slack time on this path

Other paths can have slack time (time that can slip without affecting the schedule)



FIGURE 2-7 Partial PERT chart for the CSS.


The Project Planning Phase (cont.)The Project Planning Phase (cont.)Gantt Chart

Tasks represented by horizontal bars

Vertical tick marks are calendar days and weeks

Shows calendar information in a way that is easy

Bars may be colored or darkened to show completed tasks

Vertical line indicates today’s date



FIGURE 2-8 Gantt chart for the CSS.


The Project Planning Phase (cont.)The Project Planning Phase (cont.)Further Preparations

Staffing the ProjectDevelop a resource plan

Identify and request technical staff

Identify and request specific user staff

Organize the project team into work groups

Conduct preliminary training and team-building

Launching the ProjectOversight committee gives final go-ahead

Funds are released and project is announced

Documents

ITEC 4010: Systems Analysis and Design II. Lecture 2 System Development Part I Review Professor K. Regis